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3. 3 Talent Management and Succession Planning is a strategic business priority and Human Resource is the Strategic Partner

4. Talent consists of those individuals who can make a difference to organisational performance, either through their immediate contribution or in the longer-term by demonstrating the highest levels of potential. 4

5. * The systematic: - attraction, - identification, - development, - engagement / retention and - deployment of those individuals who are of: - particular value to an organisation, either in view of their: - ‘high potential’ for the future or because they are - fulfilling business /operation-critical roles in shipping industry 5

6. Other than enhancing the capability and competency of human resources, HR Department anchored together Key Talent Selection, Performance Management, Training and Development, and Succession Management -HR Role is Critical 6

7. 1. Talent acquisition…. Student scouting/internship recruitment agency, advertisement 2. Onboarding….. Orientation/socialisation (overview/ability to demonstrate co’s values, employee profile directory, mentor/maintee, managers’ guide, 3. Talent Development…. Job shadowing, comprehensive development/learning plan, extra-mile incentives, varied work assignments 4. Managing performance….. Career monitoring, continuous appraisals, observation, KPI, 360 degree feedback 7

8. 5. Planning for succession….. Talent gap review, executive project plans, mentorship to develop leadership skills, sense of value, loyalty, desire to stay/remain 6. Talent retention… thought leadership, cultural awareness guide, corporate knowledge transfer, corporate compass session, organizational health survey 8

9. An Integrated Approach to Talent Management in Shipping Organization -INTEGRATED APPROACH 9

10. Assessment of Key Positions Identification of Key Talent Assessment of Key Talent Generation of Development Plans Development Monitoring & Review Key Elements 10

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13. Specific Leadership Competence Tracks LSI – Leadership Styles Inventory or Success Profiles Manager / Peer Feedback Assorted Leadership Assessment Tools Capability Analysis Individual Performance Maps 13

14. Identified by their management’s assessment of their performance and potential for advancement. Typically people at the top two levels of the organization and high potential employees one level below. For each person on the radar screen, primary development needs are identified focusing on what they need in order to be ready for the next level. 14

15. Once YOU have identify the talents, how you develop them A development plan is prepared for how we will help the person develop over the next year. 15

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17. Human Resource Information System (HRIS) Leadership Competency Assessment Management Review Periodic Appraisal “360” Appraisal Learners’ Profile Questionnaires Third Party Assessment 17

18. Accelerated Development Cross Business Assignment a. Cross –Unit b. Cross-Border Stretch Goal Setting Multisource Feedback Job Enlargement and Career Progression Real – World Coaching Individual Resources a. Personal Learning b. Mentors Action Learning Teams 18

19. The primary objective of the 360- Degree performance evaluation is to pool feedback from all the employee’s customers. Employee Co-workers or team members (Internal customers) Subordinates (Internal customers) Manager (Internal customers) Top Management Suppliers (External customers) Clients (External customers) Other department representatives (Internal customers 19

20. On The Job: Job Enrichment Special Projects Committee Assignments Task Force Participation Lead Person Responsibilities Giving Presentations Preparing Proposals Installing a New System Leading a New Program Temporary Job Assignments Full Job Change Learning From Others Working With a Mentor Teaming with an Expert 360 Feedback Focused Interviews Training & Education Seminars & Conferences Continuing Education E Learning Cross Training 20

21. Top management support/involvement/decision making It is a strategic business priority, ensure continuity of performance and unified corporate culture. Human Resource is the strategic partner: role as ”Confidential Advisory Role”. TM & SP is the integral part of Human Resource Development Plan and Strategy. Increasing importance of Human Resource Manager in Identifying, Developing, and Managing the TM & SP. 21

22. Corporate ownership –build a super-manager ownership of the process Use the assessment processes for feedback and development Review the talent pool periodically –clearly identify individuals who are not pulling their weight Make it known –clearly challenge emerging leaders that they are to be groomed for leadership roles –but warn them that consistent performance is essential to make it 22

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24. A formal, robust and comprehensive career management framework that identifies the current and future talent required to meet the organization’s strategy, and aligns employees’ career development process to ensure those needs are met. 24

25. SP to meet the shipping organization’s current and future direction, mission, vision, strategy, and goal To aligns employees’ career development process/path to ensure those needs are met. To manage the aging seafarers especially the aging OECD seafarers and those leaving the industry To manage the global seafarers requirement needs and expectations 25

26. Succession Planning Approach Determine level, role, and/or population you need to target. Ask: where are the pivotal roles/levels? Where is there high turnover? What roles/levels will be crucial in the future? Master, Chief Engineer, ….. 26

27. Review of succession candidates and development plans in each organizational unit Report development progress and make necessary adjustments to the plan Orchestrate moves for the next six months 27

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30. 30 Functional and Leadership Competencies …cont

31. 31 Functional and Leadership Competencies …cont

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33. 33 Functional and Leadership Competencies …cont

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35. Consider the current and future goal, objective, strategy, mission and vision Develop the leadership development and talent management process to grow successors Identify the high potential emerging leaders Aggressively plan to grow for leadership roleYou are to craft your own TM and SP suitable to your unique values and culture 35

36. Assemble the CEO, corporate and BU leaders together to define success for these roles/levels. Develop a common language to discuss talent 36

37. Conduct performance and potential assessments formally and informally. Involve the Board in evaluating talent. Calibrate assessments within and across BU’s 37

38. Create succession pools AND slate candidates for specific roles where placement is near-term. Discuss development for candidates publicly and create development plans 38

39. Hold leaders accountable for developing others via 360’s or employees’ surveys where employees’ feedback on manager actions can be assessed. Discuss employee career development progress in regular meetings. 39

40. Place employees in new roles. Create on-boarding plans to better ensure success in new role. Assign internal sponsor. Continue to assess development and progress regularly. 40

41. THANK YOU 41